Change Capability: Does your organization have it?

Moderator: Lucille Maddalena, Ed.D. Leadership Transitions Consultant

Maddalena Transitions Management

Panel members:

Linda Klug, Metlife Linda Sitkowski, Ph.D., 4 Delta Solutions Renee DeFranco, Advanced Health Media Doug Reinstein, Avaya

Turning a passenger ship into a kayak: is it possible?

Linda Klug Assistant Vice President, Organization Effectiveness

Metlife

Passenger Ship Vs. Kayak

Situation/Challenge: •Large mature company is changing enterprise business strategy to enable future growth

•New strategy requires higher levels of innovation, cross-functional collaboration and personal risk-taking

•Challenge exists to create agility and adaptability in traditionally conservative culture

Approach: •Created strategy and goal alignment throughout the organization

•Developed recognition that culture change is important: “Culture eats strategy”

•Catalyzed culture change initiative , promoting agility, risk taking, and empowerment

•Initiated design of organizations that are adaptive and flexible

•Created organizational change capability

Results: •Work is in progress

•Strategy alignment throughout organization

•Leadership Commitment to Change Efforts

•Increased Employee Involvement and Engagement

Lessons Learned (to date):

•“Meeting them where they are at” and honoring past success is very

important

•Partnering (OD/HR/Business) is critical

• Have to understand you are in this for the long haul

•Small, but consistent wins, enable forward movement

•Important to “connect the dots” every step of the way

•Build systemic sustainable foundation while demonstrating immediate tangible impact

Hopefully, the difference…..

Building a Jazz Ensemble

Linda Sitkowski, Ph.D.

4 Delta Solutions

Situation/Challenge: •High Growth Global Company Expanding Workforce by 20% Annually

•Strong Set of Core Values Translated into Ownership by All Employees

•Concern by CEO that Growth Would Lead to Loss of Agility and Connection to Values

Approach: •Created a Story about “The Legacy of the Company”

•Employed Self-Organized Team to “Lead the Journey”

•Identified Change Agents as Catalysts to “Spread the Word”

•Designed Leader Led Interactive Employee Engagement Forums

Results: •Increased Business Results

•Increased Employee Engagement Scores

•Higher Retention of Employees

•Higher Success Rates of New Employees

Lessons Learned:

•Aligning Change Approach to Company Culture

•Storytelling as a Methodology for Change

•Letting Go of the “Expert” Mentality

•Power of Adding all Voices to the Journey

•Translating Values into the “Way We Work”

Journey to Becoming a Healthcare Solutions Provider

Renee DeFranco Senior VP, Human Resources

Advanced Health Media

Situation/Challenge: • Changing landscape in the Pharmaceutical Industry due to healthcare reform and

changing customer demands

• Access to physicians continues to restrict

• Large provider organizations requiring healthcare outcome information versus traditional share-of-voice sales model

Approach: • Ensure understanding of Business Strategy and case for change

• Employ x-functional teams to define future state structure and capabilities

• Implementation or Institutionalization – intent to engage & involve to gain commitment

Results: • Increased collaboration between Medical & Sales/Marketing functions

• Increased customer satisfaction

• Increased job satisfaction for employees

Lessons Learned: • Defining clear business case for change garnered

engagement and understanding

• Including affected individuals in defining future state of their roles garnered commitment and buy-in

• Engaging management in cascading change communication versus “town hall” approach made change more personal

Sales Effectiveness: Technology is just the Beginning

Doug Reinstein Director, Global Change Management

AVAYA

Situation/Challenge: • Achieving the “Day in the Life” vision requires simple, clear processes and best-in-class

tools

• Channel management is “blind” without effective PRM

• Toolset for Account Managers and Sales mgmt is years behind; lack real-time management information

Approach: • One tool (Salesforce.com) will replace Siebel, BlueRoads and other in-place CRM/PRM

tools in all Theaters

• Align systems architecture to the business architecture

• Design guided by leading practice benchmarks and standard functionality

Results: • Efficiency: Increase coverage and consideration rate through capacity creation for high

touch and partners, reduced admin burden, simpler and faster opportunity mgmt

• Effectiveness: Increase win rates by finding right partner, immediate access to right deal-specific info, more targeted lead distribution with closed loop & shorter cycle times

• Coverage: sign up a new partner in hours instead of 3 months;

Lessons Learned • Communications

– Hundreds still were not enough, the more tailored the better

• Radical Coincident Process Change

– Don’t underestimate change management needed for re-engineered processes

• Post Go-Live Support

– It’s all about usage, capability and realization

• User Acceptance Testing

– Go deeper with fewer